1. The Anatomy of an
Entrepreneur
Are Successful
Women Entrepreneurs
Different From Men?
Authors:
J. McGrath Cohoon
Vivek Wadhwa
Lesa Mitchell
May 2010
3. The Anatomy of an Entrepreneur
Are Successful Women Entrepreneurs
Different From Men?
May 2010
T h e A n a t o m y o f a n E n t r e p r e n e u r : A r e S u c c e s s f u l Wo m e n E n t r e p r e n e u r s D i f f e r e n t F r o m M e n ? 1
4. Table of Contents
Introduction and Findings .....................................................................................................................3
Successful men and women entrepreneurs are similar in almost every respect .......................................3
Small but informative gender differences were identified ........................................................................3
Prior experience, professional and business networks
rated more important by women to chances of success ..........................................................................4
Protecting intellectual capital was cited more by women
as a top entrepreneurship challenge........................................................................................................4
Detailed Findings ....................................................................................................................................4
Top factors motivating women to become entrepreneurs .........................................................................4
Encouragement is especially important to women entrepreneurs ......................................................4
Figure 1—Motivations for Starting Business.......................................................................................4
Secondary motivations for becoming an entrepreneur ..............................................................................5
No statistically significant gender differences in successful entrepreneurs’
life circumstances .............................................................................................................................5
Figure 2—Marital Status When Starting Business ..............................................................................5
The importance of human capital..................................................................................................................5
Both sexes believe prior work and industry experience is important to a startup’s success................5
Women rate experience as more crucial than do men at a statistically significant level....................5
Figure 3—Important Factors in Startup Success .................................................................................6
The importance of social capital....................................................................................................................6
Professional networks’ benefits emphasized more by women ...........................................................6
Financial capital sources .................................................................................................................................7
Personal savings was the primary source of startup funding
for entrepreneurs of both sexes .........................................................................................................7
Women almost twice as likely as men to secure primary funding
from business partner(s) ....................................................................................................................7
Figure 4—Main Sources of Funding ..................................................................................................7
Successful women had the resources they needed .....................................................................................8
Time and effort seen as key startup challenge by both sexes .............................................................8
Protecting intellectual capital cited more often by women as a key challenge..................................8
Figure 5—Perceived Challenges ........................................................................................................8
Summary ..................................................................................................................................................................9
References..............................................................................................................................................................10
Appendix A: Industries in Which Sample Companies Were Identified ..........................................................11
Appendix B: Important Factors in Startup Success—Standard Deviation
and Number of Responses ...................................................................................................................................12
Appendix C: Main Sources of Funding—Response Percentages and Counts ................................................12
2 T h e A n a t o m y o f a n E n t r e p r e n e u r : A r e S u c c e s s f u l Wo m e n E n t r e p r e n e u r s D i f f e r e n t F r o m M e n ?
5. I n t r o d u c t i o n a n d F i n d i n g s
Introduction and women were overrepresented relative to the Dun
& Bradstreet findings: 7 percent of the tech firm
Findings founders3 in our sample were women.4
Entrepreneurs are arguably the most important The value of this study is its detailed exploration
actors in our economy: the creators of new wealth and of men and women entrepreneurs’ motivations,
new jobs, the inventors of new products and services, backgrounds, and experiences. The people included
and the revolutionizers of society and the economy. in this sample were all successful entrepreneurs,
Yet despite their centrality, little is known about 59 percent of whom had founded two or more
entrepreneurs: what motivates them, how they companies.
emerge, why they succeed. We know even less about
who becomes an entrepreneur, and why. The data made it possible to compare apples to
apples as few, if any, studies of entrepreneurs have
Too often, we take for granted that entrepreneurs done before; the men and women surveyed turned
simply emerge, driven by some internal motivation or out to be quite well-matched in key respects. Because
“little voice.” That assumption may be true to some of our sampling methodology, they were in the same
extent. But can we, or should we, simply take for
types of industries: More than half the respondents
granted that entrepreneurs can’t be made—that they
of each gender classified themselves as working in
can’t be identified, recruited, mentored, and
computing or some other highly technical field.
encouraged?
The study subjects also had founded their current
Women are one particularly understudied group of companies at about the same age and at around the
entrepreneurs. We know very little about female same time.
entrepreneurs, and our ignorance of this important
Our findings show that these successful women and
demographic is a serious blind spot in any effort to
men entrepreneurs are similar in almost every respect.
increase the total number of entrepreneurs
participating in our economy. What little we do know They had equivalent levels of education (slightly less
suggests that women are not nearly as active in the than half earned graduate degrees), early interest in
entrepreneurial space as they could be. For instance, starting their own business (about half had at least
according to the Kauffman Firm Survey (Robb et al. some interest), a strong desire to build wealth or
2009, 20) which followed a cohort of firms founded in capitalize on a business idea, access to funding, and
2004, only about 30 percent of the primary owners they largely agreed on the top issues and challenges
were women. Only 3 percent of firms that have a facing any entrepreneur.
primary owner that is a woman are high tech while The data also identify some small but potentially
the same figure for men is 7 percent.1 informative gender differences among successful
The Kauffman Foundation has attempted to address entrepreneurs. For instance, motivations for starting a
this knowledge gap through the following study. business differed slightly between men and women.
The data were collected in 2008-2009 from 549 The latter were more likely to cite a business partner’s
respondents, or about 40 percent of the founders encouragement as a key incentive to take the plunge.
from randomly selected high-tech companies who Women also were more likely than men to get early
were invited to participate.2 In this study group, funding from their business partners.
1. These figures were compiled using the D&B data on page 20 of the cited study.
2. The primary data source for this study is a subset of an existing data set of corporate records included in the OneSource Information Services Companies database.
To construct the sampling frame, records were extracted for companies in the industries listed in Appendix A. Company records were then stratified by geographic
region and selected randomly. Visits to the selected companies’ web sites ensured that they were still in business and provided the names and contact information for
founders. Founders were contacted by e-mail as many as four times and invited to complete an online survey. In some cases, e-mail invitations were followed up with
phone calls.
3. Founders were defined as very early employees, typically having joined the company before the products or business model were fully developed.
4. Despite their relatively higher representation in our sample, women still represent only forty-one of the 549 total study respondents. This small number is not
surprising given women’s scarcity among high-tech entrepreneurs, but it could affect the generalizability of the results reported here. For the population of 1,373
founders identified as eligible participants for this study, with women’s true representation between 1 and 7 percent of that population, we needed responses from
between fourteen and eighty-seven women to be 95 percent certain (plus or minus four points) that our results accurately represented the true population.
T h e A n a t o m y o f a n E n t r e p r e n e u r : A r e S u c c e s s f u l Wo m e n E n t r e p r e n e u r s D i f f e r e n t F r o m M e n ? 3
6. D e t a i l e d F i n d i n g s
Prior experience looms larger in women’s own
estimation of their chances for success than it does for Detailed Findings
men. Women also rated their professional and
business networks more highly as important Top Factors Motivating Women to
contributors to that success than did men. Finally, Become Entrepreneurs
when asked about the most important potential Overall, women who choose to become
difficulties facing entrepreneurs, women were more entrepreneurs are motivated primarily by five financial
likely to cite the challenge of protecting their and psychological factors, specifically:
company’s intellectual capital, while men tended to 1. The desire to build wealth
worry about the inherent fiscal insecurity of being part
2. The wish to capitalize on business ideas they had
of a startup and the lack of available mentors.
3. The appeal of startup culture
Several of the identified gender differences indicate
4. A long-standing desire to own their own company
that support and encouragement from key people can
especially benefit women in their efforts to found 5. Working for someone else did not appeal to them
successful technical companies. This finding suggests More than half of all respondents of both sexes
that efforts to promote women’s entrepreneurship cited all five of these reasons as factors in their
should ensure that women have access to the becoming entrepreneurs (see Figure 1).
mentoring and support networks that they view as
Encouragement was especially important to women
important contributors to their success.
compared to men. More than half the women (56
Our findings and their implications are presented in percent), but less than a third of the men (31 percent),
more detail in the following sections. were motivated to become entrepreneurs by a
Figure 1:
Motivations for Starting Business:
How important were the following in
We know very little motivating you to start your businesses?
about female
entrepreneurs, and Startup company culture
appealed to me 68%
77%
our ignorance of this Wanted to capitalize on a 73%
important demographic business idea that I had 71%
73%
is a serious blind spot Wanted to build wealth
76%
in any effort to increase Have always wanted 70%
65%
the total number of my own company
Working for someone else 70%
entrepreneurs didn’t appeal to me 60%
participating in our Co-founder encouraged me to 56%
become a partner and start our company** 31%
economy. An entrepreneurial friend or 55%
family member was a role model 40%
Developed a technology in a laboratory 29%
environment and wanted to see it make an impact 22%
5%
Couldn’t find traditional employment
5%
0 10 20 30 40 50 60 70 80
Percent citing factor as important, very important,
or extremely important
Women Men
** Statistically significant gender difference at .01 level
4 T h e A n a t o m y o f a n E n t r e p r e n e u r : A r e S u c c e s s f u l Wo m e n E n t r e p r e n e u r s D i f f e r e n t F r o m M e n ?
7. D e t a i l e d F i n d i n g s
company founder’s recruitment efforts. This gap was Our data show no statistically
the largest difference in motivation between the two
significant gender differences in the
sexes. A family member or entrepreneurial friend
served as a role model for more than half the female life circumstances of these successful
respondents and many of the men. men and women.
Thus, when seeking to recruit potential female
Figure 2:
entrepreneurs, heavy emphasis should be placed on Marital Status When Starting Business
common factors such as the desire to build wealth and
be part of startup culture. Special care also should be 70%
taken, however, to match women with mentors and 60%
company co-founders who offer them personal
50%
encouragement to take the entrepreneurial path.
40%
30%
Secondary Motivations for Becoming
20%
an Entrepreneur
10%
Few men or women entrepreneurs were motivated
to start their business simply because they were out of 0%
Divorced Married Single Widowed
work. As Figure 1 shows, a mere 5 percent of both
sexes cited this as a reason. Substantially higher Female Male
percentages said that they wanted to see technology
that they had developed make an impact in the We saw that a slightly higher percentage of women
marketplace, but this was still the second-least-cited than men were motivated by this reason, but the
reason.
difference was not statistically significant, so may not
Life-balance issues have been noted as a reason for represent a real gender difference in the population of
women’s low representation among entrepreneurs successful high-tech entrepreneurs.
(DeMartino & Barbato 2003). Our data show no
statistically significant gender differences in the life
circumstances of these successful men and women. The Importance of Human Capital
Their average ages when founding their first On average, both men and women rated their prior
companies were early 40s. Likewise, successful men industry and work experience as a very important
and women entrepreneurs founded their first factor in determining their startups’ success. Both
companies when they had similar numbers of children sexes rated experience highest, with lessons learned
living at home: one. Men were more likely than from previous successes and failures rated slightly less
women to be married, as shown in Figure 2. These important. In addition to experience, human capital in
observations suggest that successful entrepreneurs of the form of a university education was rated, on
both sexes tend to have similar life conditions. average, important to very important (see Figure 3).
In addition to wanting a balanced life, some studies
In a statistically significant difference, women, more
indicate that women want fair treatment and
than men, believe that prior experience is crucial.
improved compensation, and that these desires
motivate moving from management to Reasons for this are not clear, but we speculate that
entrepreneurship (Hardesty and Jacobs 1986, as one cause could be gender stereotypes that reduce
reported in Powell and Mainiero 1992, 215). This women’s self-confidence,5 especially in male-dominated
rationale may well be reflected to some extent in the technical fields. Many women believe that a track
response to the statement “working for someone else record is particularly valuable under these conditions
didn’t appeal to me.” because it demonstrates their competence.
5. See H. Peterson’s forthcoming paper, “Gendered Construction of Technical Self-Confidence,” for an interesting discussion of women’s double bind with respect to
expressing confidence in their technical abilities.
T h e A n a t o m y o f a n E n t r e p r e n e u r : A r e S u c c e s s f u l Wo m e n E n t r e p r e n e u r s D i f f e r e n t F r o m M e n ? 5
8. D e t a i l e d F i n d i n g s
In a statistically Figure 3:
Important Factors in Startup Success (Mean Ratings):
significant difference, How important were the following in the success of
women, more than your most recent start-up?6
men, believe that Your prior industry/ 4.73
work experience *** 4.34
prior experience is Lessons you learned from 4.19
crucial. your previous failures 3.96
Lessons you learned from 4.15
your previous successes 4.04
3.98
Professional/business networks *** 3.25
3.90
Company’s management team 3.82
3.57
Your university education 3.20
3.29
Availability of financing/capital 3.24
Location 2.54
2.49
Advice/assistance provided 2.41
by company investors 2.19
1.55
University/alumni contacts/networks 1.73
Assistance provided by state/region 1.34
1.29
1 3 5
not at all important 2 important 4 extremely important
slightly important very important
Women Men
*** Statistically significant gender differences at .001 level
The Importance of Social Capital (For example, see Carter 2000; Buttner 2001; Greene
Social capital is an essential resource for the efficient et al. 2001; Menzies et al. 2004; Moore 2004.)
conduct of business, and it contributes to the success Consistent with our finding that co-founder
and survival of an entrepreneur’s venture. Social encouragement is more important to women than
capital may be defined as the benefits derived from men, we also found that women especially benefit
an individual’s personal and professional networks. from other types of social support and
The people in those networks provide essential legal, encouragement. Though both sexes rated their
financial and accounting advice; are often the source professional and business networks as very important
of needed financing; and can give specialized counsel to the success of their most recent startups, women
crucial to an entrepreneur’s particular industry or firm. emphasized it more. Thus, the role of social capital is
Many studies suggest, however, that women may have another key gender difference, the understanding of
less or different access to social capital than men. which can help inform effective recruitment efforts.
6. See Appendix B for standard deviations and numbers of responses.
6 T h e A n a t o m y o f a n E n t r e p r e n e u r : A r e S u c c e s s f u l Wo m e n E n t r e p r e n e u r s D i f f e r e n t F r o m M e n ?
9. D e t a i l e d F i n d i n g s
Figure 4:
Main Sources of Funding
Personal 68%
savings 61%
Business 29%
partner(s)* 16%
Bank loan(s) 22%
17%
Friends 20%
and family 18%
Venture 17%
capital 24%
15%
Other
5%
Private/angel 15%
investor(s) 18%
Corporate 7%
investment 7%
Women were much more likely
than men—almost twice as likely— 0 10 20 30 40 50 60 70
to secure their main funding from Women Men
business partners. * Statistically significant gender difference at .05 level
Financial Capital Sources exception: Women were much more likely than men—
The majority of the successful entrepreneurs almost twice as likely—to secure their main funding
surveyed for this study founded their current company from business partners. The apparent gender
with money from personal savings. Less common differences we found in the use of bank loans and
sources included business partners, bank loans, friends venture capital are not statistically significant, although
and family, venture capital, private/angel investors, and that result could be due to an insufficient number of
corporate investment (see Figure 4). responses to this question.7
It has long been believed that women entrepreneurs
have less access to capital than men (Aspray and
Cohoon 2007, Robb and Coleman 2009). We found
no differences in the types of funding sources tapped
by male and female entrepreneurs, with one
7. See Appendix C for respondent counts.
T h e A n a t o m y o f a n E n t r e p r e n e u r : A r e S u c c e s s f u l Wo m e n E n t r e p r e n e u r s D i f f e r e n t F r o m M e n ? 7
10. D e t a i l e d F i n d i n g s
Successful Women Had the Resources More women than men are concerned about
They Needed protecting their company’s intellectual capital. We can
only speculate about what accounts for the gap. One
Men and women mostly see the challenges facing
possibility is that women entrepreneurs may tend more
entrepreneurs in the same way. Large percentages of
often than their male counterparts to have ties to
both groups said the amount of time and effort
academic institutions that might lay claim to their
required to start a business was a key difficulty.
innovations. This possibility, however, was not
As Figure 5 illustrates, more than half also found it
investigated by our survey.
difficult to recruit a co-founder. Financing, the
consequences of failure, health insurance, and lack Finally, while the survey did not specifically ask about
of experience or industry knowledge were lesser work/life balance, some respondents cited the pressure
concerns, although shared by both sexes. to keep a traditional job as one difficulty facing a
potential entrepreneur. Interestingly, more than twice
Lack of mentors was not a problem for either group: as many men as women mentioned this reason. This
Only 8 percent of the responding women and observation suggests that, at least among
18 percent of the men considered finding (or lacking) entrepreneurs, men feel greater pressure than women
mentors or advisors to be a challenge. Successful to be traditional breadwinners. This difference could
women entrepreneurs perceived lack of mentors to indicate women’s potential for greater career flexibility,
be even less of a problem than did the men. Their creating another dimension on which to recruit and
access to mentors probably contributed to success. encourage more female entrepreneurs.
While the survey did Figure 5:
Perceived Challenges: How much of a
not specifically ask challenge have the following been for you
about work/life in starting your businesses?
balance, some Amount of time and effort required 71%
60%
respondents cited the
Difficulty of co-founder(s) recruitment 59%
pressure to keep a 51%
traditional job as one Concern about protecting
company’s intellectual capital* 39%
59%
difficulty facing a Lack of available capital/financing 46%
52%
potential
Concern about the consequences of failure 39%
entrepreneur. 36%
Availability of health insurance/risk
Interestingly, more of losing existing coverage 26%
37%
than twice as many Lack of prior experience in 37%
running a business 32%
men as women 22%
Lack of industry knowledge
mentioned this 30%
Family or financial pressures to keep 12%
reason. a traditional, steady job* 27%
Lack of available mentors or advisors* 8%
18%
0 10 20 30 40 50 60 70 80
Percent indicating “extremely, big, or somewhat”
in contrast to “small or not at all”
Women Men
* Statistically significant gender differences at .05 level
8 T h e A n a t o m y o f a n E n t r e p r e n e u r : A r e S u c c e s s f u l Wo m e n E n t r e p r e n e u r s D i f f e r e n t F r o m M e n ?
11. S u m m a r y
Summary
Entrepreneurs have a stereotypically masculine image—assertive,
achievement-oriented, risk-taking (Baron, 1999)—and women’s low
representation among company founders reflects that stereotype. This study,
however, shows the limits of that stereotype. In fact, successful men and
women entrepreneurs share similar motivations, see the reasons for their
success in largely the same way, secure funding from the same types of
sources, and face many of the same challenges. These similarities suggest that,
under the same conditions, both men and women can be successful
entrepreneurs.
The differences evident in these data call attention to factors that could help
inform a determined effort to promote entrepreneurship among women, even
in technical industries where they are particularly underrepresented. Certain
findings require further investigation; in particular, we need to know why
women are so much more concerned than men about protecting intellectual
capital. Other findings point to clear strategies that could help recruit women
as entrepreneurs. Mentoring is clearly very important to women, as are the
encouragement and financial support of business partners, experience, and
well-developed professional networks. An effort focused on those proven
success factors for women entrepreneurs could enhance efforts to recruit more
of them, and help make those who take the plunge more successful.
T h e A n a t o m y o f a n E n t r e p r e n e u r : A r e S u c c e s s f u l Wo m e n E n t r e p r e n e u r s D i f f e r e n t F r o m M e n ? 9
12. Re f e r e n c e s
References
Aspray, William and J. McGrath Cohoon. 2007. Access to financial capital: A review of the research literature on
women's entrepreneurship in the information technology field. Entrepreneurial Report Series, No. 3, National
Center for Women & Information Technology.
Baron, Robert A. 1999. Perceptions of entrepreneurs: Evidence for a positive stereotype. Unpublished manuscript,
Rensselaer Polytechnic Institute.
Brush, Candida G. 1992. Research on women business owners: Pat trends, a new perspective and future
directions. Entrepreneurship Theory and Practice 16: 5-30.
Brush, Candida G., Nancy Carter, Elizabeth Gatewood, Patricia Greene, and Myra Hart. 2001. The Diana Project:
Women business owners and equity capital: The myths dispelled. (Kansas City, Mo.: Ewing Marion Kauffman
Foundation).
Buttner, E. Holly. 2001. Examining female entrepreneurs’ management style: An application of a relational frame.
Journal of Business Ethics 29: 253-269.
Carter, Sara. 2000. Improving the numbers and performance of women-owned businesses: Some implications for
training and advisory services. Education + Training 42: 326-333.
Carter, Nancy, Candida G. Brush, Patricia Greene, Elizabeth Gatewood, and Myra Hart. 2003. Women
entrepreneurs who break through to equity financing: The influence of human, social and financial capital.
Venture Capital 5: 1-28.
Coleman, Susan. 2002. Constraints faced by women small business owners: Evidence from the data. Journal of
Developmental Entrepreneurship 7, no. 2 (August): 151-174.
DeMartino, Richard and Robert Barbato. 2003. Differences between women and men MBA entrepreneurs:
Exploring family flexibility and wealth creation as career motivators. Journal of Business Venturing
18: 815-832.
Greene, Patricia G., Candida G. Brush, Myra Hart, and Patrick Saparito. 2001. Patterns of venture capital funding:
Is gender a factor? Venture Capital 3: 63-83.
Hardesty, Sarah, and Nehama Jacobs. 1986. Success and betrayal: The crisis of women in corporate America.
New York: Franklin Watts.
Menzies, Teresa V., Monica Diochon, and Yvon Gasse. 2004. Examining venture-related myths concerning women
entrepreneurs. Journal of Developmental Entrepreneurship 9 (August): 89-107.
Moore, Dorothy P. 2004. The entrepreneurial woman’s career model: Current research and a typological
framework. Equal Opportunities International 23: 78-98.
Powell, Gary N. and Lisa A. Mainiero. 1992. Cross-currents in the river of time: Conceptualizing the complexities
of women’s careers. Journal of Management 18: 215-237.
Robb, Alicia, Janice Ballou, David DesRoches, Frank Potter, Zhanyun Zhao, and E.J. Reedy. 2009. An overview of
the Kauffman Firm Survey. (Kansas City, Mo.: Ewing Marion Kauffman Foundation).
Robb, Alicia and Susan Coleman. 2009. Characteristics of new firms: A comparison by gender. (Kansas City, Mo.:
Ewing Marion Kauffman Foundation).
Wadhwa, Vivek, Raj Aggarwal, Krisztina Holly, and Alex Salkever. 2009. The anatomy of an entrepreneur:
Making of a successful entrepreneur. (Kansas City, Mo.: Ewing Marion Kauffman Foundation). Electronic copy
available at: http://ssrn.com/abstract=1507384.
10 T h e A n a t o m y o f a n E n t r e p r e n e u r : A r e S u c c e s s f u l Wo m e n E n t r e p r e n e u r s D i f f e r e n t F r o m M e n ?
13. A p p e n d i x
Appendix A
Industries in which sample companies
were identified were selected from the
OneSource Information Services, Inc.
database.
• Automotive & Aerospace
• Aerospace & Defense
• Computers & Electronics
• Audio & Video Equipment
• Computer Hardware
• Computer Networks
• Computer Peripherals
• Computer Services
• Computer Storage Devices
• Electronic Instruments & Controls
• Scientific & Technical Instruments
• Semiconductors
• Software & Programming
• Health Care
• Biotechnology & Drugs
• Health Care Facilities
• Medical Equipment & Supplies
• Services
• Computer Services
• Engineering Consultants
• Software & Programming
T h e A n a t o m y o f a n E n t r e p r e n e u r : A r e S u c c e s s f u l Wo m e n E n t r e p r e n e u r s D i f f e r e n t F r o m M e n ? 11
14. A p p e n d i x
Appendix B
How important were the following factors in the success of your most recent startup?
Standard Deviations and Number of Responses
FEMALE MALE
Standard Standard
Mean Deviation Valid N Mean Deviation Valid N
Your prior industry/work experience** 4.73 0.63 41 4.34 0.91 467
Lessons you learned from your previous failures 4.19 1.20 32 3.96 1.20 421
Lessons you learned from your previous successes 4.15 1.05 34 4.04 1.02 450
Professional/business networks** 3.98 1.19 40 3.25 1.32 460
Company’s management team 3.90 1.29 39 3.82 1.21 446
Your university education 3.57 1.36 40 3.20 1.29 457
Availability of financing/capital 3.29 1.35 38 3.24 1.39 451
Location 2.54 1.23 39 2.49 1.20 452
Advice/assistance provided by company investors 2.41 1.43 29 2.19 1.19 384
University/alumni contacts/networks 1.55 1.03 31 1.73 1.11 419
Assistance provided by the state/region 1.34 0.77 29 1.29 0.75 388
**Statistically significant gender difference in mean response at the .05 level
Appendix C
Please select the main sources of funding for starting these businesses.
Response Percentages and Counts
FEMALE MALE
Current business – Personal savings 68.30% 60.80%
Current business – Business partner(s)* 29.30% 16.10%
Current business – Bank loan(s) 22.00% 17.30%
Current business – Friends and family 19.50% 17.50%
Current business – Venture capital 17.10% 23.80%
Current business – Private/angel investor(s) 14.60% 17.70%
Current business – Other 14.60% 4.50%
Current business – Corporate investment 7.30% 6.70%
N responses 41.00 508.00
* Statistically significant gender difference in percent of respondents selecting business partner(s) as their main source of funding: significant at .05 level
12 T h e A n a t o m y o f a n E n t r e p r e n e u r : A r e S u c c e s s f u l Wo m e n E n t r e p r e n e u r s D i f f e r e n t F r o m M e n ?
15. T h e A n a t o m y o f a n E n t r e p r e n e u r : A r e S u c c e s s f u l Wo m e n E n t r e p r e n e u r s D i f f e r e n t F r o m M e n ?
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